Six Sigma Black Belt Course Six Sigma Black and Green Belt Course
Material This book contains the details about the Six Sigma Black Belt Course material, useful for certification, training and implementation. 5 Sample Six Sigma Black Belt projects which are actually implemented in various functions like BPO’s, IT’s, Manufacturing and HR.
Amit K
Section I: Overview
Lesson 1: About LSSB
1. Agenda
2. What is Six Sigma
3. Six sigma roles and responsibilities
4. About LSSB
5. LSSBB roles and Responsibilities
6. Summary
Lesson 2: Organizational roadblocks
1. Agenda
2. Traditional Organization versus Customer
Driven Organization
3. Types of Organizational Roadblock
4. Force Field Analysis
5. Summary
Lesson 3: Role of communication and Selection
criteria in Black Belt
1. Agenda
2. Black Belt Role Summary
3. Black Belt Communication expectation
4. Black Belt selection criteria
5. Summary
Lesson 4: Overview of Continuous improvement
1. Agenda
2. Continual Improvement process
3. Continuous Vs Continual Improvement
process
4. Kaizen – Continual Improvement
5. Summary
Lesson 5: An Overview
1. Agenda
2. What is lean
3. History of Lean
4. Principles of Lean
5. Key benefits of Implementing Lean
6. Why lean before six sigma
7. Summary
Lesson 6: Lean Concepts explained
1. Agenda
2. Warusa Kagen
3. 3Ms
4. 8 Types of Waste (TIMWOODS)
5. Mottainai
6. Hoshin Kanri
7. Takt Time
8. Cycle Time
9. Lead time
10. Lead time- Assignment
11. Production cycle efficiency
12. Batch Size
13. Every Part Every Interval
14. EPEI Calculation Spreadsheet
15. Batch Size-Assignment
16. Crew Size
17. Standardize work in progress
18. Summary
Lesson 7: Lean tools Explained
1. Agenda
2. 5S
3. 5S Audit Worksheet
4. SMED
5. Heijunka
6. Heijunka-An Example
7. Genchi Genbutsu
8. Value Stream mapping
9. VSM Symbols
10. Summary
Section II: DFSS: Pre-define and define
(DMAIC)
Lesson 1: DFSS-Design for six sigma and DMAIC
Vs DFSS
1. Agenda
2. Design for Six Sigma
3. DFSS approach to problem solving
4. DMAIC approach to problem solving
5. DMAIC Vs DFSS
6. DFSS Tools
7. Toll Gate review
8. Benchmarking
9. MSA
10. VOC
11. Needs Vs Requirement
12. KJ Diagram
13. Quality Function Deployment (QFD)
14. Kano Model
15. HOQ
16. Analytic Hierarchy Process
17. Pugh Matrix for concept selection
18. Sample Pugh matrix
19. Monte Carlo simulation
20. Design for X
21. Summary
Lesson 2: Pre define activities
1. Agenda
2. Prerequisites of Six Sigma project
3. Qualification for six sigma project
4. Cornerstones of six sigma project
5. Six Sigma Deployment cycle plan
6. 10 points ongoing project evaluation
7. Project prioritization matrix
8. Enterprise wide Vs LOB views
9. Enterprise wide- Roles and responsibilities
10. Net Present value
11. Internal Rate of Return
12. NPV Vs IRR-An Example
13. Summary
Lesson 3: Define – Key Objectives
1. Agenda
2. Define – Key Objectives
3. Voice of Customer
4. Voice of Business
5. Voice of Process
6. VOC, VOB, and VOP
7. Kano Model
8. Translation to Project Y
9. Quality Function Deployment
10. Process map
11. Y-Baseline Performance
12. SIPOC
13. Project Charter
14. The problem statement and the goal
statement
15. RACI matrix
16. Business Metrics
17. Project Deliverables
18. Project Scheduling
19. Team selection
20. Define – Roles and Responsibilities
21. Define –Tools Summary
22. Summary
Section III: Measure
Lesson 1: Pre- Measure consideration and tools
1. Agenda
2. Define phase tollgate review
3. DFMEA
4. Cause and Effect Matrix
5. Summary
Lesson 2: Types of data and measurement scales
1. Agenda
2. Objectives of measure phase
3. What is the process
4. Flowcharts
5. SIPOC
6. Metrics
7. Measurement scales
8. Types of data
9. Summary
Lesson 3: Central Tendency and Dispersion
1. Central tendency and Dispersion –
Introduction
2. Mean
3. Median
4. Mode
5. Range
6. Variance
7. Standard Deviation
8. Mean Deviation
9. Summary
Lesson 4: Measurement System Analysis Agenda
1. Purpose of Measurement system Analysis
2. Measurement system errors
3. Properties of good measurement systems
4. Measurement system error illustrated
5. Measurement system Discrimination
6. Bias
7. Measurement system analysis – Process flow
8. Part Variation
9. Measurement system analysis formulas
10. Measurement system analysis examples
11. Measurement system analysis graphs
12. Attribute RR
13. When to do measurement system analysis 14. Data collection plan
15. Summary
Lesson 5: Stability conditions Agenda
1. Controlled process and variations
2. Special cause of variation
3. Common cause of variation
4. Stability introduction and SPC
5. Stability check with Minitab
6. Stability check using Run Chart
7. Stability conditions
8. Central Limit Theorem
9. Summary
Lesson 6: Capability Matrix Agenda
1. Process capability pre consideration
2. Process capability indices for continuous data
3. Process capability indices interpretation
4. Process capability for discrete data
5. Non- Normal capability analysis
6. Summary
Lesson 7: Variation, Variability, Capability, and
process condition
1. Agenda
2. Variations and variability
3. Capability and process condition
4. Summary
Lesson 8: Data distribution
1. Agenda
2. Permutation and Combination
3. Frequency and cumulitive distribution
4. Binomial distribution
5. Poisson Distribution
6. Normal Distribution
7. Exponential Distribution
8. Summary
Lesson 9: Sigma Shift, Mean Shift, and reducing
variation
1. Agenda
2. Sigma Shift
3. Mean Shift or reducing variations
4. Baseline data
Section IV: Analyze
Lesson 1: Pre- Analyze consideration
1. Agenda
2. Analyze phase-Introduction
3. Pre-Analyze consideration
4. Objective of Analyze
5. Visually displaying data
6. Summary
Lesson 2: value stream analysis
1. Agenda
2. Value, waste and NVA activities
3. What is value stream
4. Value stream analysis – MUDA
5. Value stream map
6. Spaghetti Chart
7. Summary
Lesson 3: Sources of variations
1. Agenda
2. Sources of variations
3. Cause and effect diagram
4. Affinity diagram
5. Box plot
6. Summary
Lesson 4: Regression
1. Agenda
2. Objectives and regression analysis
3. Concepts of regression analysis
4. Simple linear regression
5. Multiple linear regression
6. Best subset regression and stepwise regression
7. Summary
Lesson 5: Confidence Interval
1. Agenda
2. Concept of confidence intervals and
confidence interval testing
3. Confidence intervals for difference between
two mean
4. Confidence intervals working
5. Confidence intervals Impactors
6. Chi-square confidence intervals of variance
7. Z confidence intervals of proportions
8. Chi-Square and probability
9. T-Distribution confidence intervals
10. Summary
Lesson 6: Parametric Hypothesis Testing
1. Agenda
2. Hypothesis testing objectives
3. Hypothesis testing concepts
4. Null and alternate hypothesis
5. Type 1 Error
6. Type 2 Error
7. Significance Level (α )
8. Β and power
9. p-Value, and acceptance and rejection
condition
10. Sample size discrimination for tests
11. 1 Sample Z Test
12. 2 Sample Z test
13. F-Test of equality of variance
14. 1 Sample T Test
15. 2 sample T test
16. Paired T test
17. Paired T test interpretation
18. ANOVA
19. One Way ANOVA
20. Two way ANOVA with replication
21. Summary
Lesson 7: Non Parametric Hypothesis Testing
1. Agenda
2. Nonparametric testing conditions
3. Mann- Whitney test
4. 1 sample Sign
5. Wilcoxon sign rank test
6. Kruskal Wallis
7. Mood’s Median
8. Friedman ANOVA
9. Summary
Lesson 8: Analyze additional – Categorical and
current reality tree
Section V: Improve
Lesson 1: Pre- Improve consideration
1. Agenda
2. Pre Improve consideration
3. Model adequacy checking
4. Multi Vari Charts
5. 7M tools
6. Activity Network diagram
7. Point and interval Estimation
8. Porter’s five forces
9. Pugh analysis
10. Lean 5 S
11. Summary
Lesson 2: Design of Experiment – Theory
1. Agenda
2. Introduction to DOE
3. Types of designed experiments
4. Main and interaction effects
5. Replication
6. Randomization
7. Blocking
8. Confounding
9. Coding and other DOE term
10. Sum of square analysis
11. Summary
Lesson 3: Design of Experiment – Practice
1. Agenda
2. Introduction to 2 factor factorial design
3. 22
Design
4. 22
Design Summary
5. General 2k
Design
6. Single replicate General 2k
Design
7. Half fractional General 2k-1
Design
8. Quarter fractional General 2k-2
Design
9. 3k
factorial design
10. Response surface design
11. Nested design
12. Split plot design
13. Taguchi’s design
14. Taguchi’s L4 design
15. Taguchi’s L8 design
16. Plackett Burman’s design
17. Quality function deployment (house of
Quality)
18. Summary
Lesson 4: Brainstorming, solution prioritization and
cost benefit analysis
1. Agenda
2. Brainstorming
3. Multi voting
4. Brainstorming, prioritization and cost benefit
analysis
5. Poka Yoka
6. Summary
Lesson 5: Piloting, validating and FMEA
1. Agenda
2. Pilot solution
3. Piloting tools
4. Paired T Test
5. Paired t test interpretation
6. Improve- Next Step
7. Failure Mode Effect Analysis
8. Summary
9. Improve- Activity Summary
Section VI: Control
Lesson 1: Pre-Control consideration
1. Agenda
2. Pre-control consideration
3. Assessing the results of process improvement
4. Rational sub grouping
5. Summary
Lesson 2: Variables and attribute control charts
1. Agenda
2. Concept of variable control charts
3. Variables control charts
4. EWMA charts
5. CUSUM charts
6. Attribute control charts
7. Summary
Lesson 3: Measurement system analysis, control plan
and project closure
1. Agenda
2. Measurements system analysis
3. Control plan
4. Project closure
5. Summary
Lesson 4: Introduction to total productive
maintenance
1. Agenda
2. Total productive maintenance
3. Summary
Appendix A: Sample Six Sigma Black Belt
Projects
Appendix B: How to use MINITAB guidebook
Appendix 3: MS Excel based Six Sigma tool kit
1.1: Agenda
What is Six Sigma Six Sigma Roles and Responsibilities
About Lean Six Sigma Black Belt
Lean Six Sigma Black Belt Roles and Responsibilities
1.2: What is Six Sigma
1. Six Sigma a business philosophy focusing on continuous improvement.
2. It is a set of tools and strategies for process improvement.
3. It seeks to improve the quality of process outputs by identifying and removing any cause of defects and
by minimizing variability in manufacturing and business processes.
4. A Six Sigma defect is defined as anything outside the original customer specifications.
5. To achieve Six Sigma level, a process must not produce more than 3.4 defects per million opportunities.
99.99966% of the products manufactured are statistically expected to be defect-free.
1.3: Six Sigma Roles and Responsibilities
Role Responsibilities
Sponsor Senior executive; sponsors Six Sigma initiative
Champion Mid-level executive evangelizing Six Sigma; provides
resources, and resolves any cross-functional issues
Master Black Belt Black Belt with several Six Sigma projects experience;
coaches, mentors, and trains Black Belts
Black Belt Full-time professional; leads large Six Sigma projects
Green Belt Part-time professional; leads smaller Six Sigma projects
Team Member Brings relevant experience to a particular Six Sigma
project Process Owner Professional responsible and accountable for the business
process that is been improved in the Six Sigma project
Lesson 1: About LSSBB
1.4: About LSSB
1. LSSBB stands for Lean Six Sigma Black Belt.
2. Black Belts are official team leaders of enterprise wide Six Sigma based improvement projects.
3. Black Belts form the main interface and communication channel between top management, Master
Black Belts, and Six Sigma teams.
4. LSS Black Belts are experienced with advanced statistical tools know-how and can mentor Six Sigma
Green Belts in using the right set of tools for completing Six Sigma and Lean projects successfully.
5. LSS Black Belts are expected to complete large-scale enterprise wide projects resulting in aggregate
financial benefits worth at least $200,000 yearly to the organization as tangible benefits.
6. LSS Black Belts are full time roles.
1.5: LSSBB Roles and Responsibilities
1. Ensure Champion’s/Sponsor’s scoped objective is translated to one or more full-scale Lean Six Sigma projects.
2. Validate and setup necessary measurement systems and KPIs (Key Performance
Indicators).
3. Provide technical expertise to Green Belts when needed. Train
Green Belts.
4. Liaise with top management officials.
5. Ensure communication is maintained in a typical Lean Six Sigma top down approach.
6. Conduct Six Sigma toll-gate / review meetings with top management. Close projects
successfully.
7. Report on regular basis the status and progress of all the projects.
8. On project closure, work with finance team and document project results, and share success stories across organization.
2.1: Agenda
Traditional Organization versus Customer Driven Organization
Types of Organizational Roadblocks
Change Resistance Curve
Common Resistance points
Overcoming Resistance Points
Force Field Analysis
2.2: Traditional Organization versus Customer Driven
Organization
Sr. N Traditional organization Customer driven organization
1 Product and planning Product and planning
a Short term focus Long term focus
b Reactionary management Preventive management
2 Performance measure Performance measure
a Based on CSAT Quick ROI
3 Attitude to customers Attitude to customers
a Customers are hostile Customers are the king
b Customers are bottlenecks Customers need to be respected
4 Process management Process management
a Error and defect reduction Error and defect prevention
Lesson 2: Organizational Roadblocks
2.3: Types of Organizational Roadblocks
1. Lean Six Sigma is a fad
By who - Expressed by top leadership
When and Why
After hearing preliminary things about Lean and Six Sigma
How to deal with it
Show them the benefits of Lean Six Sigma by implementing a small scale pilot project or
suggesting an implementation
2. Lean Six Sigma is too statistical
By Who - Expressed by top leadership and also employees
When and Why
After learning Six Sigma is a statistical approach
How to deal with it
Black belts can help them overcome this resistance by explaining one or two statistical
tools.
3. Why should one change?
By Who - Expressed by top leadership
When and Why
After hearing Lean Six Sigma will enforce a culture change
How to deal with it
By explaining change is imperative. It helps in keeping an organization competitive in the
market.
. By Who - Expressed by employees
When and Why
Employees enjoy being in a comfort zone
How to deal with it
By changing, competitiveness to the organization can be ensured, along with upgrading
the skills
4. Non – cooperation from employees
By Who – Expressed by employees
When and Why
A Typically happens while implementing new process, due to resistance to adapt to new
processes
Also, due to fear of admitting mistakes of the past
How to deal with it
Build trust in employees that they wouldn’t be penalized for past mistakes
Encourage the “Move Ahead” philosophy.
Ensure employees are involved in designing and setting up the new processes
The starting point is: To communicate and ensure employees are convinced not to resist change. Important: No use of ‘force tactics’ to convince employees.
5. Wrong team members
By Who - Observed within the team members
When and Why
Happens when a team has several members possessing the same skill-sets. Duplication of thoughts leads to change efforts falling flat. No creativity or lack of creativity in ideas is perceived.
How to deal with it
Choose team members on different skill-sets
Choose team member based on four factors
a. Capability
b. Creativity
c. Willingness
d. Ability
6. Fear of measurements
By Who - By employees
When and Why
As things get measured, people become reluctant. They fear that their performance will get measured which might involve additional scrutiny. They fear that it will impact their performance reviews.
How to deal with it
Provide confidence to employees that the measurement will be only used to improve the
process and not people
The data will never be used for performance reviews
7. Fear of job elimination
By Who - Observed within team members
When and Why
As things improve, less people will be needed to get the work done and as a result of people may lose job.
How to deal with it
Provide confidence to employee that the improvements will lead to doing more with less.
Improvements will lead to better quality, lower cost, and higher profit. Will help people
to have jobs even in tough times
2.3.1: Black Belts’ role in dealing with organizational roadblocks
i. Communicating the change efforts from the top management to all employees.
ii. Ensuring incentive and reward schemes for projects are identified, communicated to top management, followed up with top management, and communicated back to the employees.
iii. Communicate effectively and ensure transparency amongst team members.
iv. Play an important and neutral role in selecting Six Sigma team (BB: GB Ratio to be 1:6).
v. Provide confidence that measurements and improvements are for overall organization’s good and aligns
with broader goal. The data collected will not be used to measure performance.
2.4: Change Resistance Curve
.
2.4.1: Organizations are split into
15% Supportive
70% Neutral
15% Resistant
Don’t bother about 15% supportive as they would support change anyways
Don’t bother about 15% resistant as they would resist change anyways
Spending any time with the resistant population is a waste
2.4.2: Why?
Focus on the 70% neutral and get them moving with the change
The resistant minority is the most vocal opposing any possible change effort.
By being vocal, it is able to distract organization’s management.
If the management gets distracted, the 70% neutral majority will feel that the management wasn’t
serious about the change.
Which area would you focus more on?
2.4.3: What happens to the resistors then?
The 15% supportive population would always support the change effort.
If focus is on working with the 70% neutral populace, they can move to the supportive section.
The 15% resistant population now is in absolute minority with no possibility of neutral folks joining
them.
When 85% of the people are embracing the change and the benefits are seen, the 15% resistant
population will slowly start moving to the supportive zone
In most cases, the 15% resistant people move over to support the change effort, fearing isolation.
Important: Always work on the 70% neutral category to enable them to overcome change resistance
2.4.4: Common factors or points showing resistance to change are:
Ignore the new process or the change
Thought – Ignore the new process and it will fade away.
When – Usually happens with teams that are established and have delivered results
with the earlier process.
Fail to understand
Thought – By expressing their inability to comprehend on a regular basis, make it tough for
change efforts to bear fruit
When – Typically happens with teams that are established. Moderate experience teams typically
do not do this as they fear that it may backfire
2.4.5: Disagree with the validity of the benefits
i. Thought – By disagreeing, the management can and will re-think on introducing the change
ii. When – The benefits, calculations, and projections are not based on standard company practices
and norms.
2.4.6: Criticize new set of tools or applications
i. Thought – By talking about challenges and shortcomings of the new tools and impact on
productivity, the management will abandon the new set of tools
ii. When – The team members have not been involved for identifying the right set of tools and
applications for the improvements
2.4.7: Delay the implementation
i. Thought – Delaying implementation reduces the interest in the change and delays the overall
benefits realization.
ii. When – Team members do not want to be vocal about resistance as they fear it may backfire.
They adopt this technique of delaying it
2.4.7: Overcoming Resistance Points
S.N Resistance point How to overcome/Approach
1 Ignore the new process Involve few folks while creating new process
2 Inaccurate understanding Newsletters, check sheets, one-one
3 Disagree with validity Use standard measurement and benchmarking
technique and involving them in calculations
4 Criticizing tools or applications Feedback loop, weekly reviews
5 Delaying the implementation Communicate the need for immediate change and
incentivize
2.5: Force Field Analysis
Present
State or
desired
state
2.5.1: Force Field Analysis
1) Conceived by Kurt Lewin
2) The thought – “An issue is held in balance by interaction of two opposing sets of forces – those that
seek to promote change and those that seek to maintain status quo.”
3) Forces that seek to promote change – Driving forces.
4) Forces that seek to restrain change – Restraining forces.
Driving force = Restraining forces >> No change possible.
Driving forces < Restraining forces >> Negative change or undesirable change.
Driving forces > Restraining forces >> Change accomplished.
2.5.2: Steps to do force field analysis
1) Define the future change – Write the goal or future state.
2) Brainstorm the driving forces – Write down factors that are FOR the change.
3) Brainstorm the restraining forces – Write down factors that are AGAINST the change.
4) Evaluate the forces – Rate the driving and restraining forces on a scale of 1 – 5 (1 being weak and 5
being strong.)
5) Review the rating – Check for flexibility in the forces.
6) Strategize and prioritize – Brainstorm with team on possible counter-action plan.
2.5.3: Limitations of Force Field Analysis
1) Amount of subjectivity involved in assigning ratings to driving forces
2) Concept of force field analysis applicable only in limited settings and is not a universal model.
3) Confusion in assigning one-off force as a responsible factor
4) Possible chance of a bias
Important: Force field analysis is one of the first pre-define tools to be used by an LSS Black Belt.
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